The purpose of this study is to substantiate the basic principles and prerequisites for the formation of Project maturity of public administration for the successful implementation of digital governance Projects. The relevance of this study is due to the need to implement the task of digital transformation of Ukraine by solving the problem of modernization of public administration on the basis of constant increase of Project maturity of the organizations. The study proved the existence of a direct dependence of prospects for the implementation of digital transformation Projects on the level of Project maturity of public management. A variant of the Project maturity model adapted to the local self-government body is being developed. The model assumes three levels of maturity of local governments. It has established that the majority of the created united territorial communities of Ukraine were characterized by the first two levels of maturity. The implementation of the maturity model makes it possible to assess the current state of the system, choose adequate tools for staff training, create conditions for continuous improvement and realization of the potential of the local community for the implementation of digital transformation Projects.

The quality of Project management activities plays an undeniable role in the success or failure of Projects. Especially in Project-based organizations with large Projects, this success or failure is vital. One of the suitable tools to ensure the accuracy and quality of Project management activities is continuous evaluation of the way these activities are performed, which is called "Project management maturity level" evaluation. The aim of this study was to identify the dimensions of organizational maturity measurement of Project management using the best-worst method in the municipality of District 3 of Tehran. The statistical population of this study is managers and experts of Tehran Municipality. The total number of senior managers is 30. Due to the limited society, sampling method is all number of experts in surveying and filling out questionnaires. At first, the dimensions of Project manager maturity measurement were identified in six dimensions: financial, stakeholders, internal processes, growth of learning, employee satisfaction, environment and society. Then, the questionnaires of pair comparisons among 30 experts of distribution and the results of dimension analysis showed that after employees' satisfaction, first rank and dimensions of environment and society, growth and learning, internal processes, stakeholders and financial ranks second to sixth. Also, 23 indicators were identified in six dimensions. The results of this study can provide a comprehensive view to experts about identifying dimensions and measuring organizational maturity of Project management of Tehran Municipality District 3.

aturity of Project management has a great impact on the rate of Project success. However, the existing Project management maturity models when in use  both organizationally and efficiently are costly, time consuming and difficult. The purpose of this paper is to design a Project management maturity assessment model for large petrochemical industry Projects  to assessment Project management maturity by existing  Project management tools and models at every level of Project  life cycle. In this Project by means of multi granded theory that combination of granded theory and transcendent, Project management functional areas are identified.Due to the combination of the two methods, fitslty About 20 studies out of more than 150 related studies were used for hybridization and the corresponding codes were identified then by  using 16 structured surveys in the form of a grounded theory, functional areas were extracted, the areas are : Project Management and Leadership Areas, Project Strategy Management, Integrated Project Management, Project Area Management, Project Time Management, Project Cost Management, Project Financing Management, Project Quality Management, Project Human Resource Management, Project Communication Management, Management Project contract logistics, Project claims management, Project safety and health management, Project environment management, inventory management and Project technologies, Project business management.

The purpose of this paper is to develop a comprehensive maturity model for command and control. For this purpose, the inductive research method has been used to design the maturity model. Thus, firstly, the most prominent maturity models in command and control, including the conceptual maturity model, the headquarters maturity model, the NATO model, and the maturity model of integrated command and control centers (ICCCs) were analyzed. Among the studied models, the NATO model is more comprehencive, so we chose it as a basis for developing our model. Then, the stages and variables of maturity were analyzed using the focus group method. The findings of the research show that some important characteristics of the command and control maturity  have been neglected in the basic model. Therefore, the innovation of this research is to add new features to achieve a more comprehensive model. The result is a model containing 5 levels and 20 variables. Validation of the model has been done through comparative study and focus group method, which should be further strengthened by case studies and survey researches.

Purpose: Todays, the use of maturity models is one of the most important ways to assess the maturity status of Project management in an organization. These models help organizations to compare their capabilities at the level of Projects and organizational strategies with a specific and scientific standard. The purpose of this paper is assessment the maturity of organizational Project management based on OPM3 model in the Project execution department of Mobarakeh Steel Company. Methodology: In order to assess the maturity of Project management, first the interview questions in each of Knowledge Areas were identified using library studies, then information was collected in the form of interviews with experts and managers of Mobarakeh Steel Company. After that, Additive Ratio ASsessment method was used for ranking the Project Management Knowledge Areas according to the obtained results. Findings: The results show that the Project execution department has a better performance in the knowledge Area of Project schedule management than other areas. Originality/Value: In this research, the performance of the Project execution department of the Company is evaluated and analyzed based on OPM3 model. According to the results, applied suggestions for improving Project management performance are presented.

Switching to Modern Project Management (MPM) is an inevitable action for all organizations that deal with planning or Project execution. Growth of Project-oriented organizations during the last 40 years, based on the Harold Kerzner’s classification, is divided into three eras: traditional, renaissance, and modern. In this theoretical framework, all organizations including Project-oriented, non Project-oriented, and hybrid organizations in each era, need specific purposes and methods in planning and managing Projects. In this regard, different results may be predicted. Effective management style in each era has also clear distinction respect to the other eras. In this paper, by means of conducting an empirical research, theoretical developments in Project management in nine large Iranian Project-oriented organizations mostly operating in the field of oil, gas, and petrochemical industries, has been examined. Studies show that the necessity of applying appropriate criteria in decision making, and problem solving based on suitable performance reports, as two critical indices, is sufficiently understood while some structural difficulties and power conflicts are real problems in the dimension of authority relations in the organizations. The result of this research shows that there is an overall status of organizations located in the passage of renaissance to modern era.

Introduction: This study aimed to explain the causal model of marital boredom based on emotional and social maturity among married people in Shiraz, Iran. Material & Methods: This descriptive and correlational study was conducted on 362 married people (270 women and 92 men) married for 10 years and were selected by convenience sampling method. The data were collected using the Paynes' Marital Boredom Self-Report Scale (1996), Yashvir and Bhargava's Emotional maturity Scale (EMS) (1991), and Rao's Social maturity Scale (RSMS) (1973). In addition to descriptive statistics (mean, standard deviation, and correlation matrix), inferential statistics (structural equation model) were used to analyze the data of the aforementioned scales collected from the sample population by AMOS software. (Ethic Code: ETHICS-2107-1014) Findings: The results showed that emotional maturity predicts marital boredom negatively and significantly (P<0. 01, β, =-0. 69),however, social maturity is not a significant predictor of marital boredom (P<0. 01, β, =-0. 09). After calculating the model by considering the output correction indicators of AMOS software, this model was modified and fitted with eight indicators. In general, the results of this analysis confirmed a good model fit. Discussion & Conclusion: The causal model showed that emotional maturity is able to predict marital boredom negatively and significantly. However, social maturity is not a significant predictor of marital boredom.